TOPIC ARCHIVE
Management & Methods articles
管理/团队/方法论
Browse 3961 New Distribution articles about Management & Methods.
Published articles
3961 articles · Page 155 of 166
Embrace the Problem to Find the Answer
Many managers think and act indirectly, widening the gap between themselves and the problems they face. But the answer lies within the problem itself. By adopting 'integrated thinking'—immersing oneself in the problem—managers can find solutions naturally, as exemplified by the author's experience and Zhang Ruimin's approach at Haier.
曾伟A Boss's Management Log: Every Word from the Heart! A Must-Learn!
This article shares the hard-won management lessons of a boss who built a company from scratch to over 100 employees and tens of millions in annual sales. It covers key topics such as retaining key staff, delegation, cost-cutting mistakes, hiring pitfalls, and the importance of stable policies and timely wages.
New DistributionCountering the '4Ps Are Useless' Claim: The Strategic Value of the Invisible Tactical 4Ps
This article argues that the 4Ps are the DNA of marketing, with the cash cow product-centered marketing mix being the most critical for a company's survival and future. It distinguishes tactical from strategic marketing, emphasizing that tactical 4Ps, especially price and promotion, must be combined effectively, supported by strong promotional capabilities, and lead to differentiation to ensure long-term success.
New DistributionPromoter Management Procedures (with Practical Examples)
This article outlines the complete management procedures for sales promoters in FMCG distribution, covering recruitment, fixed-store and mobile promoter management, temporary promoter arrangements, detailed reward and penalty measures, and responsibilities. It provides practical examples such as warranty card filling rules and attendance penalties.
New DistributionHow Can Top Brands Build a Strong KA Team?
This article discusses how top brands can establish a strong Key Account (KA) team to manage powerful retail channels, including team composition, roles, and the benefits for product sales, such as improved brand image, increased sales, and better market stability.
New Distribution25 Common Market Questions Answered in the FMCG Industry
This article addresses 25 common market questions in the FMCG industry, covering topics such as types of channel stuffing, prevention methods, causes and harms, handling strategies, and best practices for market development, promotions, new product launches, and more.
New Distribution30 Small Habits to Improve Memory
This article introduces 30 practical habits from the book "Hippocampus Memory Training" to enhance memory, based on the latest brain science research. By incorporating these habits into daily life, readers can activate the hippocampus and improve memory efficiency.
New DistributionMarket Competition: It Doesn't Believe in 'If', Only Results; Without Results, Everything Equals Zero!
A reminder: Click the blue text above to follow 'Professional Consulting for FMCG Distributors' for more marketing and distributor internal management insights. Years ago, I read a marketing summary by a regional manager of a Shenzhen beer brand, which struck a chord: 'If we had a bigger market investment, if we had more promotional staff, if the weather were hotter, if the organization were better arranged, we could have...' Indeed, marketing always encounters difficulties. Unfortunately, the market doesn't believe in 'if'; it only cares about results. In fierce market competition, the sole criterion for measuring results is whether targets are met, promotional costs are lower, product mix is better, and market share is higher. 'Only subjective reasons, no objective excuses' is a familiar phrase to every marketer. But how to implement this concept in all aspects of marketing, turn it into actual execution, and integrate it into every detail is a question every marketer should ponder.
丁永征Strong, Fast, Strict: The Deep Distribution Management Attitude That Really Moves New Products!
Deep distribution is a regional rolling sales strategy that requires full team effort and strong execution to control terminals and build market advantage. This article emphasizes that distribution is only the first step; continuous follow-up, terminal maintenance, and customer relations are crucial for product sell-through.
刘雷8 Tips to Boost Output from End-Cap Displays
This article introduces eight methods to improve the return on investment for special displays in FMCG retail, such as removing underperforming displays, switching products, adding items, adjusting placement, increasing promotions, changing display formats, enhancing visual appeal, and using purchase incentives. Before implementing these methods, it is crucial to establish a baseline cost ratio, for example, 10%, to identify problematic displays.
New DistributionNestlé Requires Employees to Remember and Apply These Methods and Tools
This article outlines strategic and tactical management tools and principles that Nestlé expects its employees to master, including SWOT analysis, PDCA cycle, 5W1H, SMART goals, time management, WBS, the 80/20 rule, and a list of 50 execution principles.
New DistributionSeven Habits of Extremely Inefficient People
Based on a recent study by Oxford University involving 1,050 college students, this article lists seven habits to avoid for better efficiency, such as absence, procrastination, and overthinking. Unlike typical advice on beneficial habits, these detrimental habits can easily become part of daily life and hinder success.
New DistributionApplying Mao Zedong's Military Strategy and Tactics to Marketing Competition
This article applies Mao Zedong's military strategies—positional warfare, assault warfare, and protracted warfare—to marketing competition. It provides practical tactics for FMCG distributors and dealers, such as consolidating distribution rates, launching new products, entering new markets, and building rural networks, to achieve market success.
刘雷What Can Save the Manufacturer's Sales Representative?
The manufacturer's sales representative is the link between the manufacturer and the distributor, and a key part of the profitability of all three parties. However, in reality, distributors often find it hard to appreciate them. This article discusses common complaints from distributors and offers advice for improvement.
李德猛Breaking Through the Last Line of Defense in Sales: Closing the Deal
Sales personnel typically design sales scripts with two requirements: effectiveness and conciseness. Based on years of experience, addressing the seven most critical questions customers have can accelerate the closing process. These seven questions are: Why should I listen to you? What is this? What's in it for me? Why should I trust you? Is it worth it? Why should I buy from you? Why should I buy now?
New Distribution6 Key Points for Distributing Agency Products
This article discusses how distributors can find and successfully manage product agency opportunities. It outlines six key principles: choosing products that match your capabilities, having a long-term vision, committing to consistent effort, specializing in your channel network, focusing on product categories, and carefully assessing risks.
唐江华The Deep Causes of Manufacturer-Dealer Conflicts and Solutions
Conflicts between manufacturers and dealers are an inevitable result of industrial development and channel transformation. To avoid conflicts and achieve healthy development, it is essential to integrate and adjust the value of both parties. This article analyzes the types, deep causes, and solutions for manufacturer-dealer conflicts.
New DistributionBoss, If It Were You, How Would You Manage These Six Monkeys?
A fable about six monkeys assigned to guard a peach orchard, who become embroiled in internal power struggles and sabotage, leading to their collective downfall. The story prompts business leaders to reflect on how they would manage such a team.
New DistributionHow Can Trading Companies Drive Brand Building?
If in the first half of the year or last year, discussing wine distributors, especially those operating as trading companies, advancing brand building was seen as a bonus, then in the current environment, distributors are facing a life-or-death test brought by industry changes. Exploring and attempting trading brand building has become a necessary measure worthy of attention from all distributors. For most distributors, building a trading brand is a risky long-term project. In the past, distributors often only valued product brands and neglected their own trading brand. The author believes that only by branding the trading company can distributors build core competitiveness and avoid being eliminated in the fierce market changes.
张健Methods for Learning Marketing
Marketing is too important to be left only to the marketing department, as David Packard, the late CEO of Hewlett-Packard, said. To learn and practice marketing, it is essential to understand its concepts and development stages, from the production concept to the societal marketing concept, and to adopt practical learning methods such as case studies, learning from other industries, and teaching others.
赵志刚Eight Causes of Employees Being 'Busy but Inefficient'
Many small and medium-sized growing enterprises often experience a strange phenomenon: almost everyone in the company is busy, but overall efficiency is low! It's hard to find the cause and know how to improve. This article tells you where to start looking for the causes.
New DistributionThe Six-Character Formula for Marketing Management
The six characters—people, finance, resources, responsibility, authority, and interests—encapsulate the essence of business management. This article elaborates on each, offering practical guidance for FMCG distributors and dealers.
俞国庆How Strict Supervision of Distributor Teams Gradually Yields Results
Distributor teams, often composed of members with varying qualities, require supervision systems to ensure orderly development and prevent laxity. Effective supervision involves ideological guidance, fair systems, market spot checks, work logs, and customer feedback to drive performance and team discipline.
刘雷The Uncopyable Six Walnuts: A Complete Marketing Analysis
Hebei Yangyuan Zhihui, a beverage company on the brink of bankruptcy in the 1990s, turned its fortunes around after 2003 with a plant-based protein drink called 'Six Walnuts,' growing from 3 million yuan in sales to around 3 billion yuan in a decade—a nearly thousand-fold increase. This article dissects the marketing strategies behind this remarkable rise, exploring why the model is hard to replicate and what lessons it offers for FMCG marketers.
New Distribution